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HomeMy WebLinkAboutMINUTES - 03212000 - P2 P.2 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Date: March 21, 2000 Matter of Record On this date, the Board of Supervisors heard a presentation on the Public Works Department's Strategic Plan Update 2000 given by J. Michael Walford, Acting Public Works Director. THIS IS A MATTER FOR RECORD PURPOSES ONLY NO BOARD ACTION WAS TARN PUBLIC WORKS DEPARTMENT OPERATING PRINCIPLES These Operating Principles reflect our values, define our organizational culture and guide the approach we take in delivering services to our customers. 1. Quality Service We provide services and products that meet or exceed the needs and expectations of our customers, stakeholders, regulators, and suppliers. 2. Integrity We are dependable, accountable and honest. 3. Innovation We exhibit insight into issues and encourage creative solutions. 4. Effectiveness We manage our time, money and other resources to effectively carry out our mission. 5. Professional Development and Individual Worth We provide a workplace that encourages employees to discover, learn, and challenge themselves in order to reach their full potential. We recognize each employee as an essential and contributing member of our team. 6. Workforce Diversity We value workforce diversity and recognize that differences in background, experience, culture, knowledge, and perspective increase the variety of solutions to problems and create a workforce whose whole is greater than the sum of its parts. 7. Technical Competence We promote ongoing formai education, technical training, and varied experience to improve and maintain the technical competence of employees on whom our success depends. 8. Complete and Open Communications We promote a sharing of ideas and information in a manner that is honest, respectful, emphasize listening by all participants, and results in understanding of each other's perspectives and interests. 9. Resolving Conflicts We promote timely conflict resolution at the lowest level in a collaborative manner that considers the issues, facts, and the dignity of the people involved. 19. Equity in Personnel Decisions and Practices We adhere to management practices and decisions consistent with these Operating Principles and consider the impact of those practices and decisions on the employees. 11. Safety We provide a safe work environment with training, employee awareness, and safe equipment. Safety is a primary concern in planning, design, construction, operation, and maintenance of our facilities. 12. The Environment We balance the public need for infrastructure and services with the long-term impacts on the environment. We minimize the effects of our projects and operations and enhance the environment where possible. PUBLIC WORKS DEPARTMENT DRIVING FORCES The Public Works Department is strongly influenced by social, economic, and political forces on the Federal, State, and local levels. In order to effectively carry out our mission and provide exemplary service to the community, the Public Works Department must anticipate and respond to these forces. The Department has developed strategic goals and an action plan to address the following forces: 1. Desire for efficient and fiscally accountable government 2. Potential reduction in customer base through incorporations and annexations 3. Increase in government regulations 4. Changes in demographics 5. Term limits and resultant high turn over of elected officials 6. Fluctuations in demand for service caused by changes in economic conditions, funding sources and development activity 7. Demands on resources and personnel caused by natural disasters 6. Rapid changes in technology 9. The need to balance competing interests of various groups 10. Physical limitations on infrastructure expansion 11. Sentiment against urban sprawl 12. Emerging demand for electronic services 13. Need for greater customer awareness of the Department's capabilities 14. Desire for more community-specific services 15. Fluctuations in workforce availability and staff experience 16. Increase in liability exposure 17. Regional considerations of local growth/urbanization PUBLIC WORKS DEPARTMENT STRATEGIC PLAN GOALS GOAL 1 QUALITY AND CUSTOMER SERVICE GOAL SAFETY GOAL 3 HUMAN RESOURCES -WORKFORCE DEVELOPMENT AND RETENTION GOAL 4 HUMAN RESOURCES-MANAGEMENT" PRACTICES GOAL 5 ORGANIZATIONAL REVIEW GOAL 6 FINANCIAL MANAGEMENT GOAL TECHNOLOGY GOALS COMMUNITY OUTREACH GOALS REGIONAL LEADERSHIP GOAL 10 FUNDING GOAL 1: QUALITY AND CUSTOMER SERVICE Enhance the Department's ability to provide services, information, and products that meet or exceed customer expectations. DISCUSSION: Meeting or exceeding customer expectations is a goal of a successful private business. As a public agency, this Department cannot be run exactly like a private business, because our driving forces and customer relationships are quite different; however, many of the private sector's modern principles are applicable. The public expects us to provide the types and quality of services that they desire in an efficient manner. Greater efficiency will allow us to provide new and enhanced services that our customers want. Quality, efficiency and customer service can be enhanced through adoption of the private industry practices of benchmarking our work, establishing levels of service and identifying performance indicators. These terms are defined as follows: • Performance Indicator: The measurable outcome of the work we do, or work processes we are involved in, that we want to measure. In Engineering Services, for example, the number of plans checked per month or the time to check a plan (turnaround time), would be a performance indicator. • Benchmarking: The industry standard for performing the work that we are measuring and a point of reference from which measurements can be made. Industry standard means the regularly and widely used measure of work or customer response that meets the expectations of customers. The industry leader provides the cutting edge response to customers that exceeds their expectation. For example, three weeks may be the industry standard for reviewing a set of plans, and one week may be the review time for the industry leader. • Level of Service: The degree of effort or measure of service we will provide, or the degree to which we choose to meet or exceed the industry standard. As cited in the example above, the industry standard may be three weeks and we may decide to provide this as our level of service. Alternatively, we may choose a higher level of service and meet or exceed the one week standard of the industry leader. OBJECTIVES: 1A Identify customer needs, critically assess our work processes and re- engineer or improve work processes to satisfy customer needs. Action Items: 1. Determine what the total services are that we perform and which ones are the most important to the public. 2. Determine what our customers need. 3. Streamline current work processes and align with customer needs and values. `i 1 E Establish productivity goals and convenient tools for monitoring progress (cost/schedule) for most of our Department's work processes and services. Action Items: 1. Identify department processes for which we will establish performance goals (those processes that we control). No division or section should be wholly exempted. 2. Identify processes in public and private industry that can be used for benchmarking and compare them to our performance indicators. 3. Monitor work processes for consistency by establishing performance indicators and levels of service. 4. Establish timeline for completion of work product or service within each work process. 1 C Adjust our operating philosophy (culture), policies, procedures, and programs, and move toward a customer-oriented approach. Action Items: 1. Facilitate changing our organization's culture by developing a curriculum and presentation schedule for seminars on customer satisfaction, budgeting, scheduling, teamwork and efficiency. ID Provide information for critical analysis by the community to develop a Community Improvement Pian to upgrade the infrastructure in the community. Action Items: 1. Determine what level of Community Improvement Plan the community wants and identify a funding source. 2. Inventory infrastructure maintained by the department. 3. Assess the life expectancy of the infrastructure. 4. Develop cost estimates, plans and alternatives to repair, replace or upgrade the infrastructure. 1E Increase parks and recreation opportunities and programs in cooperation with other departments, In order to develop positive and meaningful programs for our youth. Action Items: 1. Develop reliable funding source for maintaining parks and recreation infrastructure. 2. Host a forum, or work with the CAO to host a forum, of county departments and other agencies interested in parks and in providing recreational youth programs. 1F Improve communication with our customers and maintain an open channel of communication throughout the service period. Action Items 1. Assess our standards for customer communication. Establish benchmarking and level of service goals. 2. Develop a tiered service for responding to issues (for example verbal response would be faster than a written response). 3. Develop a method to update parties of interest on an issue on a regular basis throughout the course of our work on the issue (the issue could be a project we are currently working on, or a -new policy, a complaint, a program, etc.). 4. Analyze work processes that span CDD, BID, and PWD, to improve coordination, to provide consistent service, and to meet the expectations of our customers. GOAL 2: SAFETY Maintain and enhance a safe and healthy working environment, maximize public safety by monitoring the safe operation of our capital improvements and provision of services, and improve the physical health and wellbeing of employees and the public. DISCUSSION: The Department will promote safety awareness by providing information and encouraging staff discussion of health and safety issues related to both our working environment and the performance of our capital improvements and other services for public safety. OBJECTIVES: 2A Produce a safety manual Action Items: 1. Identify current policies and practices — Illness and Injury Prevention Program. 2. Establish specific responsibilities for office and field managers and staff that include periodic inspection and monitoring for changed and potentially dangerous workplace conditions. 3. Incorporate safety responsibilities in manager and supervisor job descriptions. 4. Implement a training program to familiarize all staff with the safety and health issues associated with their positions. 5. Require systematic documentation of employee health and safety training, awards, safety inspections and monitoring, and assessment and testing of the work environment. 6. Schedule periodic review and revision of the Department emergency procedures. 7. Set schedule for review and updating of Material Safety Data Sheets. 8. The department Safety Manual will include basic information about the Department's health and safety programs, procedures and policies related to work site safety, facility management, training and record keeping. 2113 Increase Safety Awareness Action Items: 1. Implement biannual meetings of a department wide safety committee and quarterly safety committee meetings of airport, construction, traffic, design, materials lab, maintenance, surveys and traffic representatives. 2. Establish protocol for a structured review and discussion of safety issues and make recommendations for safety improvements to the Director/Deputies/Division Heads and the Department Safety Officer, including the following: .7 dcfio. L The annual report of injury/accident experience prepared by Risk Management — workers compensation, accidents, injuries, liability claims. ii. High risk/low frequency policies and practices. iii. Design, maintenance, construction and security liability. iv. Court decisions and legislation affecting Department liability exposure. V. Benchmark comparisons of department programs and accident/injury experience against other organizations. 3. Investigate/implement preventive health and safety programs. 4. Analyze the need for CPR/First Aid training; encourage staff training when appropriate. 5. Establish on going safety programs for inspection and monitoring, training and emergency response. 2C Produce Industrial Site Management manual. Action Items: 1. Determine regulatory requirements. L Storm Water Pollution Prevention Program ii. Hazardous Materials Business Plan iii. National Pollutant Discharge Elimination System Permit — Clean Water iv. OSHA V. Fire inspections 2. Establish scope, schedule and responsibility for review/revision and implementation of regulatory requirements. 3. Define record keeping process. 2D Discuss Safety at Deputy/ Division Heads meetings. Action Items: 1. Disseminate feedback from claims committee. 2. Review legislation that may affect our liability exposure and develop strategy to support legislation that may reduce the County's liability exposure. 3. Discuss design, traffic, and maintenance liability issues current in the industry and report to the safety committees and the Safety Officer as appropriate. 4. Review published court decisions and County Counsel opinions that affect our liability exposure. 5. Consider appropriate revision of department policies and standards. 2E Implement a safety/wellness incentive program for the entire department. Action Items: 1. Review/revise department safety award program. 2. Publicize rules. 3. Investigate/implement an incentive program to encourage employee physical fitness. 2F Emergency response/disaster planning Action Items: 1. Plan and conduct an annual emergency response/disaster exercise of the Engineering Department Operations Center. 2. Expand the Department's emergency planing efforts to include coordination with the cities. i. Identify "emergency planning" as an issue to be addressed by the City/County Engineering Advisory Committee. ii. Develop "mutual aid" agreements with the cities for public works emergency services. 3. Train all Department employees in their responsibilities as emergency workers during officially declared emergencies or disasters. 2G Public Safety Action Items: 1. Train staff responsible for design, construction, maintenance, traffic, encroachment permits and plan checking activities in the requirements of the Department's design and construction manuals, traffic policy, and other applicable policies, standards and practices. 2. Establish a procedure for approval of exceptions to the established manuals, policies and practices. 3. Working closely with Risk Management, develop a program to inspect our facilities to reduce the potential of suits against the County. GOAL 3: HUMAN RESOURCES —WORKFORCE DEVELOPMENT AND RETENTION Develop employees' communication, interpersonal, managerial, public relations, team and technical skills to meet the goals of the Department and enhance employee job satisfaction and performance. DISCUSSION: The intent of this goal is to promote the development of both management and non-management employees. The Department promotes a management style that emphasizes coaching, team work and interpersonal skills and seeks to create a knowledgeable, responsive, cooperative, respectful and ethical workforce that is prepared for challenges and opportunities in the future. This will help to create a positive work environment, enhance employee retention and foster a more experienced workforce. OBJECTIVES: 3A Use the Department's training plan to facilitate workforce development and retention. Action Items: 1. Continue to use the core skills identified in the Department's Training Plan in developing personal annual training plans for employees. 2. Make use of training resources to ensure we are availing ourselves of the best and most cost effective training programs. 3. Develop an annual Department training budget based upon Department needs, the employee needs and the budget priorities identified in the Training Plan. 4. Continue using the employee feedback forms to determine if the training has been worthwhile and effective. 5. Encourage the divisions to continue offering inhouse technical training courses. 6. Provide training that emphasizes uses of new technology. 7. Provide training that emphasizes environmental awareness and implementation of environmentally sound practices. 6. Conduct an evaluation of the training program for consistency with the goals of the Strategic Plan. 9. Encourage employees to seek training opportunities to improve their skills on their own time at local colleges. 313 Periodically review criteria for employee rotations to meet the needs of the employees and the Department. Action Items: 1. Monitor effectiveness of Engineer and Engineering Technician rotation programs. 2. Evaluate the rotation policies annually and revise as appropriate. P ,�7- 3. Evaluate other classifications as to whether a rotation program would improve service to the Community and enhance career development. 3C Develop a Code of Ethics to provide guidelines and standards for employee conduct. Action items 1. Review existing policies and laws regarding conduct. 2. Review codes from other agencies. 3. Draft Code of Ethics. 4. Solicit employee input. 5. Adopt a code of ethics and establish a procedure for periodic review. 3D Continue to advocate for employee benefits that will foster employee retention. Action Items 1. Solicit new ideas from all sources (employees, other agencies). 2. Develop ways to increase monetary rewards such as higher salary ranges or more deep classes. 3. Monitor benefits of all types at other agencies. 4. Adopt additional employee benefits. 3E Develop a Career Development Program that outlines the steps employees can take to advance their careers. Actions Items 1. Review and update the Career Handbook. 2. Increase awareness of the program by publicizing and circulating the Handbook. 3E Develop a recruiting program to attract qualified staff. Action Items 1. Annually visit college campuses. 2. Create intern programs with local colleges. 3. Develop recruiting brochures that highlight the benefits of the Public Works Department. 9- GOAL 4: HUMAN RESOURCES-MANAGEMENT PRACTICES Improve employee effectiveness by adopting management practices that will improve communications, implement fair standards, policies and procedures, and enhance individual selfworth. DISCUSSION: To improve employee effectiveness, we will further develop and implement policies and practices that show the employees that the Department is fair and consistent, and provides exceptional opportunities for personal growth and career enhancement. OBJECTIVES: 4A Encourage staff to be creative and take reasonable risk and encourage management to delegate authority consistent with employee's skills and abilities. Action Items: 1. Identify Department processes and behaviors that discourage risk taking. 2. Conduct a self-assessment survey among staff and management to provide insight on barriers to creativity, initiative, delegating authority and taking risk in order to create an environment conducive to these traits. 3. Prepare a new Upward Management Evaluation form, which concentrates on promoting creativity, initiative, taking risk, and delegating authority. 4. Train supervisors on how to coach employees. Train employees on how to assess consequences of different courses of action using the operating principles as guidelines. 413 Ensure fair and consistent application of policies, standards, and procedures for hiring, promoting, evaluating performance and procuring service contracts. Action Items: 1. Conduct periodic management audits of all Department personnel and procurement policies, standards, and procedures to ensure they are consistently applied. 4C Encourage all employees to practice open and complete communication. Action Items: 1. Implement the action items contained in the Communication LGI Report, dated June 7, 1999. 41) Facilitate resolution of conflict at the lowest responsible level. Action Items: P;a 1. Develop Conflict Resolution Policy. 2. Inform all employees of the Conflict Resolution Policy and identify available resources. 4E Revise all employee evaluation forms to reflect the goals of the Strategic Plan and the practices of continuous quality improvement. Action Items: 1. Review all evaluation processes currently used by the Department and identify what changes need to be made to reflect the goals of the Strategic Plan. 2. Revise employee evaluation forms and processes to emphasize safety, communication, initiative, creativity, efficient teamwork, quality and customer service. 3. Revise upward evaluation forms for management to include review and comments on safety, leadership, encouragement of creativity, initiative, delegation and coaching. 4. Incorporate in the evaluation process a place for the supervisor and the employee to discuss and note the level of responsibility the employee is capable of undertaking and the next level that the employee could attain. What the employee should do to attain the next level of responsibility could become a self-improvement goal for the employee. 5. Add to the annual evaluation process a review of one or more high risk/low frequency department policies. 6. Provide training to evaluators on revisions to the evaluation process. 4F Implement and continue to support the Employee Recognition Program. Action Items: 1. Review the Employee Recognition Program every other year to ensure it reflects the goals of the Strategic Plan. GOAL 5 — ORGANIZATIONAL REVIEW Conduct annual review of the Department's response to changes in economic, political, regulatory and management conditions. DISCUSSION: The intent of organizational review is to optimize the administrative and functional structure of the Department to provide services most effectively. These reviews should occur annually, or as needed to respond to specific events. Each review will consider the present and future environment in which the Department operates, including the identification of needed services, an estimate of available resources and a determination of constraints on our actions. Necessary organizational changes will be made in an incremental manner to achieve a smooth transition. OBJECTIVES: 5A Solicit input from staff on the effectiveness of the organization. Action Items: 1. Conduct brown bag discussions. 2. Develop and distribute questionnaires and prepare newsletter article(s). 3. Discuss at divisional staff meetings. 5B Solicit input from Board members and the CAO. Action Items: 1. Discuss at periodic meetings with the Members of the Board of Supervisors. 2. Solicit input from CAO and Board following annual report on Department performance. 5C Review effect of regulatory and political forces on organization. Action Items: 1. Consider comments from the Board of Supervisors. 2. Consult professional organizations and political polling sources for forecasts of government, regulatory and public policy issues. 51) Review budgets and resources. Action Items: 1. Analyze program categories, programs and program elements. 2. Consider intent of program and the cost to program stakeholders. 5E Revise organizational structure. Action Items: 1. Review information gathered. 2. Review customer demand and unfulfilled customer needs. 3. Identify changes to organizational structure to align programs with customer expectations and forecast information. 4. Plan transition from current organizational structure to selected structure. GOAL 6. FINANCIAL MANAGEMENT /Manage the Department as a financially responsible public agency using sound financial management practices. DISCUSSION: A financially responsible Department must have financial management systems that provide managers with the data needed to control costs. Using present technology, reports can be provided to managers to monitor expenditures, and to top- level managers to identify opportunities to lower the department overhead. Accurate, up-to-date financial data is essential to good management decisions. OBJECTIVES: 6A Streamline financial management by establishing effective cost monitoring systems consistent with the Program Budget. Action Items: 1. Establish timetable for all staff expenditures to be input into a department- wide cost accounting system either through electronic timesheets or some alternative method. 2. Each division head shall assign a manager(s) responsible for monitoring costs. 3. Each manager shall determine the levels of monitoring and the type of reports necessary to adequately monitor project/program budgets and provide greater staff and public access to budget information. 4. Each division head/manager shall work with relevant technical staff to develop reports effective in monitoring project/program financial progress. Before any report generation work is performed, 1)Computer Services shall make a presentation to all division heads about the Oracle database report generating capabilities and programming requirements and 2)the division heads shall compare their reporting needs with each other with the purpose of generating reports that satisfy the needs of multiple divisions (therefore fewer reports) and that present data in a similar fashion. The goal is to have as much commonality among the various reports as possible. 5. Evaluate current reports, systems and practices to determine efficiencies. 6. As a minimum, all reports shall have the following elements: i. The cost monitoring reports shall be consistent with the Program Budget, accumulating both direct and overhead costs. ii. The cost monitoring shall be at no higher than the Element level, as shown and budgeted in the Program Budget. iii. The report form shall show proposed (approved) budget, expenditures year to date, and % budget expended year to date to provide a ready indicator of whether the project/program is on track. iv. Track supplemental funding and provide space to document reasons for increased (or decreased) budget and to identify the authorized staff member approving the supplemental funding. (Accreditation variance analysis). - 1� 0 7. Investigate the feasibility of abandoning current reports/systems/practices which provide little or no benefit to the Department and/or the public. (Anticipated cost savings in management staff time paired with greater efficiency/cost accountability). 6B Identify process needed to implement our Marketing Plan. 1. Use the joint billing system designed for development application billing as a template to account for and bili services to outside customers or jurisdictions. 2. Establish accounting policies which insure that no net gain/loss can be realized in providing services under the marketing plan (time and materials only). 6C Identify overhead charges, establish monitoring procedures and identify manager's responsible for oversight. Action Items: 1. Identify overhead activities and determine whether the expenditure level is appropriate for each activity. 2. Assign a person that will be responsible to monitor and control the expenditure for each of the activities. 6D Establish Department and division overhead rates and establish goals and timetable for reducing the rates. Action Items: 1. Use benchmarking techniques to establish a point of reference for overhead rates. 2. Group the overhead activities into programs and establish the goals, objectives and performance indicators for each program. 3. Review the overhead activities in each program to determine how the activity fits with the goals and objectives of the program. 4. If it is determined that the overhead activity is essential to accomplish the goals and objectives of the program, determine the effective funding level of the overhead activity. 5. Develop a monitoring program to determine how successful the activity is in accomplishing the goals and objectives of the program. 6. Identify overhead structure and activities that are good candidates for process improvement. 7. Develop program and timetable for implementing a reduction in overhead rates. 6E Develop and implement an effective risk management program. Action Items: 1. Develop a process to track and review published court decisions that may affect how we will perform our mission and recommend changes to or work processes as appropriate. 2. Identify the policies and practices that are high risk/low frequency activities and develop a training program to maintain staff awareness of risk. 3. Working closely with frisk Management, develop a program to inspect our facilities to reduce the potential of suits against the County. 4. Develop a process to review our worker's compensation claim experience and to develop training for our employees to reduce claims. 5. Work with other agencies to monitor/influence legislation that may affect our liability exposure and to support legislation that may reduce the County's liability exposure. 6F Amend budgeting practices to address unfunded mandates and trends in environmental mitigation and permitting. Action Items: 1. Budget annually for staff to assess the needs to update the Emergency Plan, to train staff and to hold periodic exercises. 2. Develop a budget strategy for the costs of attaining environmental project clearance and permits. Consider costs for mitigation, especially plant and wildlife mitigation, and environmental friendly infrastructure. 3. Budget annually for the development and implementation of an ongoing training program to train staff in current environmental trends. 4. Identify unfunded mandates that should be funded by the general fund or other available funds and seek Board of Supervisors support. GOAL 7: TECHNOLOGY Provide quality public works services through new uses of technology. DISCUSSION: Through the use of technology we need to continue to enhance communication and exchange of information with other County Departments, other agencies, the public, and within the Department. OBJECTIVES: 7A Implement an enterprise wide Geographic Information System (GIS). Action Items: 1. Seek additional revenue for GIS development and maintenance. 2. Partner with other departments and agencies for ongoing GIS support. 3. Evaluate and streamline the map maintenance operation to meet customer expectations. 4. Identify funding to continually expand the data available through the GIS. 5. Provide public access to GIS information as appropriate. 6. Promote GIS to our customers. 713 Improve customer service by providing convenient and logical access to maps, records and other documents through the use of a document management system (Records Index). Action Items: 1. Work with Team Q to identify the department's external and internal customer needs for records management and records access. 2. Identify document storage requirements. 3. Identify who the internal and external customers are for our records. 4. Inventory all file types and establish protocol for file contents. 5. Develop a comprehensive indexing system. 6. Identify long-term storage options (e.g. microfilm, digital, etc.) and convert some or all existing documents. 7. Train staff to perform updates and searches. 8. Modify business practices to ensure that documents are properly indexed and stored. 7C Provide web technologies that are cost effective and meet the needs of the customers. Action Items: 1. Perform needs assessment to determine appropriate internet, intranet and E-commerce applications. 2. Prioritize applications based on needs assessment. 3. Use consultants to implement applications as funding becomes available. 4. Provide for ongoing support and updates. 71) Identify, prioritize, and implement new technologies that can be used to improve services and work processes. Action Items: 1. Increase awareness of new technologies by attending seminars and subscribing to professional journals. 2. Determine whether emerging technologies will benefit the Department. 3. Make recommendations for information technology upgrades that are consistent with strategic goals. GOAL 8: COMMUNITY OUTREACH Increase public trust that the Department's decisions are reasonable and cost effective, and consider community priorities by enhancing our working relationship with the community and decision-makers. DISCUSSION: We need to balance the needs of local citizens with the need for communitywide and regional improvements. We need to provide information to community groups, individual citizens and the public at large about our projects and programs that may affect them. OBJECTIVES: 8A Develop a Community Outreach Pian. Action Items: 1. Through cooperation with the Board of Supervisors, conduct community meetings with a cross section of staff to explain what we do and solicit input for the coming year. 2. Continue to schedule regular meetings with individual members of the Board of Supervisors to discuss project status, emerging issues and identify priorities. 3. Enhance our web page to provide information on public works projects, programs and services. 4. Set-up project specific workshops with communities and elected officials. Maintain communication from initial planning through construction. 5. develop a Department process to insure prompt actions on all community requests. Each response will be tracked for benchmarking. 6. Improve relations with community groups through periodic, scheduled information exchange sessions, to learn of community needs and concerns, and to educate the community regarding department responsibility, funding and projects. 7. Designate a position responsible to maintain a current community contact and notification list. 8. Develop a proactive community relations pian that includes staff participation in community events (e.g. Oakley Almond Festival). 813 Develop a proactive media program. Action Items: 1. Review and revise press release policy to include a listing of positions with authority to represent the department to the media. 2. Designate and actively use position(s)with pubic relations responsibility. 3. Develop positive relationships with reporters. 4. Train appropriate staff in responding to the media. 07-, = 0 Illy 8C Develop a proactive public relations program. Action Items: 1. Improve our media relations efforts through reviewing public relations programs at other agencies and incorporating ideas as appropriate. 2. Develop programs for CCTV on how public works activities affect the community. 3. Set annual goal for media releases (e.g. one per quarter). 4. Designate a position in the department to be responsible for keeping a current list of key names and numbers of TV, radio and print media contacts. 8D Provide consistent response to the public on Tissues. Action Items: 1. Continue training employees on how to interact with the public in the field, at the front counter and at meetings. 2. Increase information exchange on current issues at deputy/division head meetings. 3. Clarify responsibility for answer book updates including web page updates. GOAL 9: REGIONAL LEADERSHIP Promote the Department as a regional leader and resource for public works services through improved relationships with outside agencies, community groups, the private sector and legislators. DISCUSSION: The intent of this goal is for the Department to be more proactive with regional boards and legislative and decision making bodies, other public agencies, resource and regulatory agencies, schools, utility companies, community groups and the private sector. This includes the director, deputies and division heads developing good working relationships with their counterparts at other agencies on an ongoing basis, so problems can be resolved quickly at the appropriate level. OBJECTIVES: 9A Build relationships and partnerships with transportation, watershed management and resource and regulatory agencies. Action Items: 1. Work closely with outside agencies to understand their missions and communicate our mission. 2. Participate on committees as appropriate to influence regional, statewide and national decisions and/or programs that may affect the County. 3. Network with staff from other agencies to develop and maintain positive working relationships. 9B Promote the airports as regional assets. Action Items: 1. Recognize and promote the importance of Buchanan Field and Byron Airports. 2. Plan for the future of the airports. (How will growth in the Bay Area affect the demand for services at Contra Costa Airports?). 9C Analyze the Department's current relationship with professional organizations and determine ways to increase our efficiency and maximize benefit to the Department. Actions Items: 1. Evaluate the Department's current relationship with all outside organizations and identify areas where involvement should be increased/decreased. 2. Assign staff to represent the Department in key organizations. . Require everyone who attends a conference or seminar to prepare a report and make the report available to all interested employees or present it at the director/deputy/division head meeting. 9D Improve the Department's coordination with local utility companies. Action Items: 1. Continue participation with the Utility Coordinating Council to coordinate and pian projects. 2. Open lines of communication at upper levels between our Department and the utility companies to resolve policy issues. 9E Encourage efforts to market Public Works' career opportunities through an aggressive outreach partnership with the education community. Action items: 1. Develop new and creative interactive events with the education community. 2. Create visual aids for presentations to schools. 3. Develop a program for partnering with institutions of higher education. 4. Reactivate the Department's Speaker Program. GOAL 10 - FUNDING Protect existing revenue and develop additional stable funding sources for our programs. Seek grants to augment our funds and use fees where applicable to support services and programs. Fully use our resources by providing services to other agencies. DISCUSSION: The Department has dedicated revenue for specific programs, however the revenue is not sufficient to fully fund our desired levels of service. We need to develop additional sources of revenue. This can be accomplished through legislative action, obtaining grants, developing fees and fully using our resources, perhaps through the provision of services to other agencies. A heightened awareness of the Department's financial situation by the Board of Supervisors, County Administrator and the public is needed to gain their support in obtaining new funding sources. OBJECTIVES: 10A Inform the Board of Supervisors, the County Administrator and the public of the Department's mission, budget and fiscal shortfalls. Action Items: 1. Continue to present annual reports to the Board of Supervisors on the state of various programs managed by Public Works. 2. Discuss budget and funding issues with the Board members at regular meetings. 3. Include budget and funding issues in presentations at public meetings where appropriate. 1013 Initiate, monitor, and Influence legislation that may affect Department funding. Action Items: 1. Through CEAC, APWA, MTC, OCTA and ABAG, initiate, monitor and influence legislation that affects funding for public works programs. 2. Work with our lobbyists, Board Members, and Legislators to influence legislation that affects funding for public works programs. 10C Develop additional revenue to fund the Transportation Program. Action Items: 1. Prepare a transportation needs assessment study for the unincorporated County. 2. Implement fee programs to increase revenue and cover costs. i. Developer fees for Transportation Improvements. ii. Maintenance Districts. 3. Seek grant funding to deliver more transportation projects. 4. Assist the Board in influencing the outcome of local sales tax efforts. IOD Develop additional revenue to fund the Flood Control Program. Action Items: 1. Prepare a needs assessment study to identify the capital, maintenance and replacement needs of the flood control system. i. Prepare an inventory of flood control facilities. 2. Implement fee programs to increase revenue and cover costs. i. Update drainage area fees for flood control improvements to meet current construction costs and updated general plan requirements. ii. Revise drainage ordinances to eliminate credit for existing impervious surfaces. iii. Fully use Clean Water funding and increase the assessment if necessary. iv. Partner with the cities on funding and maintaining drainage improvements. V. Identify and track unfunded mandates and seek augmentation funds. 3. Seek grant funding to deliver more flood control and watershed management projects. 10E Develop additional revenue to fund the Land Development Program. Action Items: 1. Implement the Joint Billing System. 2. Benchmark with other jurisdictions to improve our services and ensure that our changes are appropriate. 3. Review fees for adjustment opportunities. 1 OF Develop additional revenue to fund the Special Districts Program. Action Items: 1. Partner with Community Development Department to seek funding on developing a Parks Master Plan and needs assessment. 2. Implement fee programs to increase revenue and cover costs. i. Partner with Community Development Department to update the Park Dedication fee. ii. Evaluate our ability to adjust or add special assessments. 3. Seek grant funding to deliver more special district projects. 1 OG Identify Department resources that could be more fully used, Action Items: 1. Identify our seasonal resource fluctuation. 2. Identify Department special expertise and equipment within the Department that other agencies may not have. Determine whether it is appropriate to market these resources and provide services to other agencies. 10H Develop funding for GIS. RMA:mw G:\Gr DatalAdminiMitcM2000100-3tStratagic Plan Goan 2000.doc v «� P a CONTRA COSTA COUNTY PUBLIC WORKS DEPARTMENT STRATEGIC PLAN UPDATE 2000 J. Michael WaRord Director la :3--. T1 Executive Summary Several years ago we began a process to develop our first Strategic Plan. That plan was completed in July 1996. Three years later we decided to update the plan, because we found that the environment that we work in had changed and we had completed a significant portion of the plan. When we decided to update the Strategic Plan we also decided to use a different process than we did with the original plan. The first Strategic Plan was developed by the Division Heads, Deputies and myself. With this update we wanted to have more participation and input from the employees (our internal customers) and from the Board Members and Phil Batchelor (some of our external customers). To that end a group of about a dozen employees met with Al Baldwin to develop comments and input into the update of the Strategic Plan. In addition, the Deputies and I met with each of the Board Members and Phil Batchelor to get their comments and input. All of these comments were brought together to develop this Strategic Plan 2000. The format of this Strategic Plan is the same as the original plan. The first part is the MissionNision Statement that defines the functions of the department, who our customers are and how we accomplish these functions. The MissionNision Statement was the one part of the plan that was changed the least from the last Strategic Plan. The second part of the plan is our Operating Principles. These Operating Principles define our organizational culture. They define what is important to us, how we like to think of ourselves and how we would like others to see us. The third part of the plan is the Driving Forces and the Strategic Goals. The Driving Forces were updated and reflect what we believe to be the forces that will be acting on the. department over the next five years. The Strategic Goals were developed as a response to these Driving Forces. They represent an action plan for the preparation of the department to meet the challenges we anticipate over the next five years. There has been a lot of change in our department over the last three years, particularly this last year. I believe that all Public Works employees should become involved in the implementation of our Strategic Plan, both by helping us to live up to our Operating Principles and by personally working on implementing the strategic goals and objectives. I invite you to discuss with your Division Head any interest or ideas you have in implementing the goals and objectives, or on how you can help shape the future of our department. Thank you, J. Michael Watford Public Works Direct Wission/Vision Statement The Public Works Department provides and maintains safe, effective, and efficient transportation systems, drainage systems and recreational facilities, which enhance the quality of life and economic vitality of our communities. We work to continually improve our services to the public through a professional _ and creative workforce. Our public service innovations shall be sensitive to the environment, economical, efficient, and developed through collaboration with local community groups, other agencies and organizations, while keeping an overall regional perspective. Y3 PUBLIC WORKS DEPARTMENT OPERATING PRINCIPLES These Operating Principles reflect our values, define our organizational culture and guide the approach we take in delivering services to our customers. 1. Quality Service We provide services and products that meet or exceed the needs and expectations of our customers, stakeholders, regulators, and suppliers. 2. Integrity We are dependable, accountable and honest. 3. Innovation We exhibit insight into issues and encourage creative solutions. 4. Effectiveness We manage our time, money and other resources to effectively carry out our mission. 5. Professional Development and Individual Worth We provide a workplace that encourages employees to discover, learn, and challenge themselves in order to reach their full potential. We recognize each employee as an essential and contributing member of our team. 6. Workforce Diversity We value workforce diversity and recognize that differences in background, experience, culture, knowledge, and perspective increase the variety of solutions to problems and create a workforce whose whole is greater than the sum of its parts. 7. Technical Competence We promote ongoing formal education, technical training, and varied experience to improve and maintain the technical competence of employees on whom our success depends. 8. Complete and Open Communications We promote a sharing of ideas and information in a manner that is honest, respectful, emphasize listening by all participants, and results in understanding of each other's perspectives and interests. 9. Resolving Conflicts We promote timely conflict resolution at the lowest level in a collaborative manner that considers the issues, facts, and the dignity of the people involved. 10. Equity in Personnel Decisions and Practices We adhere to management practices and decisions consistent with these Operating Principles and consider the impact of those practices and decisions on the employees. 11. Safety We provide a safe work environment with training, employee awareness, and safe equipment. Safety is a primary concern in planning, design, construction, operation, and maintenance of our facilities. 12. The Environment We balance the public need for infrastructure and services with the long-term impacts on the environment. We minimize the effects of our projects and operations and enhance the environment where possible. PUBLIC WORKS DEPARTMENT DRIVING FORCES The Public Works Department is strongly influenced by social, economic, and political forces on the Federal, State, and local levels. In order to effectively carry out our mission and provide exemplary service to the community, the Public Works Department must anticipate and respond to these forces. The Department has developed strategic goals and an action plan to address the following forces: 1. Desire for efficient and fiscally accountable government 2. Potential reduction in customer base through incorporations and annexations 3. Increase in government regulations 4. Changes in demographics 5. Term limits and resultant high turn over of elected officials 6. Fluctuations in demand for service caused by changes in economic conditions, funding sources and development activity 7. Demands on resources and personnel caused by natural disasters 8. Rapid changes in technology 9. The need to balance competing interests of various groups 10. Physical limitations on infrastructure expansion 11. Sentiment against urban sprawl 12. Emerging demand for electronic services 13. Need for greater customer awareness of the Department's capabilities 14. Desire for more community-specific services 15. Fluctuations in workforce availability and staff experience 16. Increase in liability exposure 17. Regional considerations of local growth/urbanization PUBLIC WORKS DEPARTMENT STRATEGIC PLAN GOALS GOAL 1 QUALITY AND CUSTOMER SERVICE GOAL 2 SAFETY GOAL 3 HUMAN RESOURCES -WORKFORCE DEVELOPMENT AND RETENTION GOAL 4 HUMAN RESOURCES-MANAGEMENT PRACTICES GOAL 5 ORGANIZATIONAL REVIEW GOAL 6 FINANCIAL MANAGEMENT GOAL 7 TECHNOLOGY GOAL 8 COMMUNITY OUTREACH GOAL 9 REGIONAL LEADERSHIP GOAL 10 FUNDING I GOAL 1: QUALITY AND CUSTOMER SERVICE Enhance the Department's ability to provide services, information, and products that meet or exceed customer expectations. DISCUSSION: Meeting or exceeding customer expectations is a goal of a successful private business. As a public agency, this Department cannot be run exactly like a private business, because our driving forces and customer relationships are quite different; however, many of the private sector's modern principles are applicable. The public expects us to provide the types and quality of services that they desire in an efficient manner. Greater efficiency will allow us to provide new and enhanced services that our customers want. Quality, efficiency and customer service can be enhanced through adoption of the private industry practices of benchmarking our work, establishing levels of service and identifying performance indicators. These terms are defined as follows: • Performance Indicator: The measurable outcome of the work we do, or work processes we are involved in, that we want to measure. In Engineering Services, for example, the number of plans checked per month or the time to check a plan (turnaround time), would be a performance indicator. • Benchmarking: The industry standard for performing the work that we are measuring and a point of reference from which measurements can be made. Industry standard means the regularly and widely used measure of work or customer response that meets the expectations of customers. The industry leader provides the cutting edge response to customers that exceeds their expectation. For example, three weeks may be the industry standard for reviewing a set of plans, and one week may be the review time for the industry leader. Level of Service: The degree of effort or measure of service we will provide, or the degree to which we choose to meet or exceed the industry standard. As cited in the example above, the industry standard may be three weeks and we may decide to provide this as our level of service. Alternatively, we may choose a higher level of service and meet or exceed the one week standard of the industry leader. OBJECTIVES: 1A Identify customer needs, critically assess our work processes and re- engineer or improve work processes to satisfy customer needs. Action Items: 1. Determine what the total services are that we perform and which ones are the most important to the public. 2. Determine what our customers need. 3. Streamline current work processes and align with customer needs and values. 1B Establish productivity goals and convenient tools for monitoring progress (cost/schedule) for most of our Department's work processes and services. Action Items: 1. Identify department processes for which we will establish performance goals (those processes that we control). No division or section should be wholly exempted. 2. Identify processes in public and private industry that can be used for benchmarking and compare them to our performance indicators. 3. Monitor work processes for consistency by establishing performance indicators and levels of service. 4. Establish timeline for completion of work product or service within each work process. IC Adjust our operating philosophy (culture), policies, procedures, and programs, and move toward a customer-oriented approach. Action Items: 1. Facilitate changing our organization's culture by developing a curriculum and presentation schedule for seminars on customer satisfaction, budgeting, scheduling, teamwork and efficiency. 1D Provide information for critical analysis by the community to develop a Community Improvement Plan to upgrade the infrastructure in the community. Action Items: 1. Determine what level of Community Improvement Plan the community wants and identify a funding source. 2. Inventory infrastructure maintained by the department. 3. Assess the life expectancy of the infrastructure. 4. Develop cost estimates, plans and alternatives to repair, replace or upgrade the infrastructure. 1E Increase parks and recreation opportunities and programs in cooperation with other departments, in order to develop positive and meaningful programs for our youth. Action Items: 1. Develop reliable funding source for maintaining parks and recreation infrastructure. 2. Host a forum, or work with the CACI to host a forum, of county departments and other agencies interested in parks and in providing recreational youth programs. IF Improve communication with our customers and maintain an open channel of communication throughout the service period. Action Items 1. Assess our standards for customer communication. Establish benchmarking and level of service goals. 2. Develop a tiered service for responding to issues (for example verbal response would be faster than a written response). 3. Develop a method to update parties of interest on an issue on a regular basis throughout the course of our work on the issue (the issue could be a project we are currently working on, or a new policy, a complaint, a program, etc.). 4. Analyze work processes that span CDD, BID, and PWD, to improve coordination, to provide consistent service, and to meet the expectations of our customers. GOAL 2: SAFETY Maintain and enhance a safe and healthy working environment, maximize public safety by monitoring the safe operation of our capital improvements and provision of services, and improve the physical health and wellbeing of employees and the public. DISCUSSION: The Department will promote safety awareness by providing information and encouraging staff discussion of health and safety issues related to both our working environment and the performance of our capital improvements and other services for public safety. OBJECTIVES: 2A Produce a safety manual Action Items: 1. Identify current policies and practices — Illness and Injury Prevention Program. 2. Establish specific responsibilities for office and field managers and staff that include periodic inspection and monitoring for changed and potentially dangerous workplace conditions. 3. Incorporate safety responsibilities in manager and supervisor job descriptions. 4. Implement a training program to familiarize all staff with the safety and health issues associated with their positions. 5. Require systematic documentation of employee health and safety training, awards, safety inspections and monitoring, and assessment and testing of the work environment. 6. Schedule periodic review and revision of the Department emergency procedures. 7. Set schedule for review and updating of Material Safety Data Sheets. 8. The department Safety Manual will include basic information about the Department's health and safety programs, procedures and policies related to work site safety, facility management, training and record keeping. 213 Increase Safety Awareness Action Items: 1. Implement biannual meetings of a department wide safety committee and quarterly safety committee meetings of airport, construction, traffic, design, materials lab, maintenance, surveys and traffic representatives. 2. Establish protocol for a structured review and discussion of safety issues and make recommendations for safety improvements to the Director/Deputies/Division Heads and the Department Safety Officer, including the following: i. The annual report of injury/accident experience prepared by Risk Management — workers compensation, accidents, injuries, liability claims. ii. High risk/low frequency policies and practices. iii. Design, maintenance, construction and security liability. iv. Court decisions and legislation affecting Department liability exposure. V. Benchmark comparisons of department programs and accident/injury experience against other organizations. 3. Investigate/implement preventive health and safety programs. 4. Analyze the need for CPR/First Aid training; encourage staff training when appropriate. 5. Establish on going safety programs for inspection and monitoring, training and emergency response. 2C Produce Industrial Site Management manual. Action Items: 1. Determine regulatory requirements. L Storm Water Pollution Prevention Program ii. Hazardous Materials Business Plan iii. National Pollutant Discharge Elimination System Permit — Clean Water iv. OSHA V. Fire inspections 2. Establish scope, schedule and responsibility for review/revision and implementation of regulatory requirements. 3. Define record keeping process. 2D Discuss Safety at Deputy/ Division Heads meetings. Action Items: 1. Disseminate feedback from claims committee. 2. Review legislation that may affect our liability exposure and develop strategy to support legislation that may reduce the County's liability exposure. 3. Discuss design, traffic, and maintenance liability issues current in the industry and report to the safety committees and the Safety Officer as appropriate. 4. Review published court decisions and County Counsel opinions that affect our liability exposure. 5. Consider appropriate revision of department policies and standards. 2E Implement a safety/wellness Incentive program for the entire department. Action Items: 1. Review/revise department safety award program. 2. Publicize rules. 3. Investigate/implement an incentive program to encourage employee physical fitness. 2F Emergency response/disaster planning Action Items: 1. Plan and conduct an annual emergency response/disaster exercise of the Engineering Department Operations Center. 2. Expand the Department's emergency planing efforts to include coordination with the cities. L Identify "emergency planning" as an issue to be addressed by the City/County Engineering Advisory Committee. ii. Develop "mutual aid" agreements with the cities for public works emergency services. 3. Train all Department employees in their responsibilities as emergency workers during officially declared emergencies or disasters. 2G Public Safety Action Items: 1. Train staff responsible for design, construction, maintenance, traffic, encroachment permits and plan checking activities in the requirements of the Department's design and construction manuals, traffic policy, and other applicable policies, standards and practices. 2. Establish a procedure for approval of exceptions to the established manuals, policies and practices. 3. Working closely with Risk Management, develop a program to inspect our facilities to reduce the potential of suits against the County. GOAL 3: HUMAN RESOURCES —WORKFORCE DEVELOPMENT AND RETENTION Develop employees' communication, interpersonal, managerial, public relations, team and technical skills to meet the goals of the Department and enhance employee jab satisfaction and performance. DISCUSSION: The intent of this goal is to promote the development of both management and nonmanagement employees. The Department promotes a management style that emphasizes coaching, team work and interpersonal skills and seeks to create a knowledgeable, responsive, cooperative, respectful and ethical workforce that is prepared for challenges and opportunities in the future. This will help to create a positive work environment, enhance employee retention and foster a more experienced workforce. OBJECTIVES: 3A Use the Department's training pian to facilitate workforce development and retention. Action Items: 1. Continue to use the core skills identified in the Department's Training Plan in developing personal annual training plans for employees. 2. Make use of training resources to ensure we are availing ourselves of the best and most cost effective training programs. 3. Develop an annual Department training budget based upon Department needs, the employee needs and the budget priorities identified in the Training Plan. 4. Continue using the employee feedback forms to determine if the training has been worthwhile and effective. 5. Encourage the divisions to continue offering inhouse technical training courses. 6. Provide training that emphasizes uses of new technology. 7. Provide training that emphasizes environmental awareness and implementation of environmentally sound practices. 8. Conduct an evaluation of the training program for consistency with the goals of the Strategic Plan. 9. Encourage employees to seek training opportunities to improve their skills on their own time at local colleges. 313 Periodically review criteria for employee rotations to meet the needs of the employees and the Department. Action Items: 1. Monitor effectiveness of Engineer and Engineering Technician rotation programs. 2. Evaluate the rotation policies annually and revise as appropriate. 3. Evaluate other classifications as to whether a rotation program would improve service to the Community and enhance career development. 3C Develop a Cade of Ethics to provide guidelines and standards for employee conduct. Action items 1. Review existing policies and laws regarding conduct. 2. Review codes from other agencies. 3. Draft Code of Ethics. 4. Solicit employee input. 5. Adopt a code of ethics and establish a procedure for periodic review. 3D Continue to advocate for employee benefits that will foster employee retention. Action Items 1. Solicit new ideas from all sources (employees, other agencies). 2. Develop ways to increase monetary rewards such as higher salary ranges or more deep classes. 3. Monitor benefits of all types at other agencies. 4. Adopt additional employee benefits. 3E Develop a Career Development Program that outlines the steps employees can take to advance their careers. Actions Items 1. Review and update the Career Handbook. 2. Increase awareness of the program by publicizing and circulating the Handbook. 3E Develop a recruiting program to attract qualified staff. Action Items 1. Annually visit college campuses. 2. Create intern programs with local colleges. 3. Develop recruiting brochures that highlight the benefits of the Public Works Department. GOAL 4: HUMAN RESOURCES-MANAGEMENT PRACTICES Improve employee effectiveness by adopting management practices that will improve communications, implement fair standards, policies and procedures, and enhance individual selfworth. DISCUSSION: To improve employee effectiveness, we will further develop and implement policies and practices that show the employees that the Department is fair and consistent, and provides exceptional opportunities for personal growth and career enhancement. OBJECTIVES: 4A Encourage staff to be creative and take reasonable risk and encourage management to delegate authority consistent with employee's skills and abilities. Action Items: 1. Identify Department processes and behaviors that discourage risk taking. 2. Conduct a self-assessment survey among staff and management to provide insight on barriers to creativity, initiative, delegating authority and taking risk in order to create an environment conducive to these traits. . Prepare a new Upward Management Evaluation form, which concentrates on promoting creativity, initiative, taking risk, and delegating authority. 4. Train supervisors on how to coach employees. Train employees on how to assess consequences of different courses of action using the operating principles as guidelines. 413 Ensure fair and consistent application of policies, standards, and procedures for hiring, promoting, evaluating performance and procuring service contracts. Action Items: 1. Conduct periodic management audits of all Department personnel and procurement policies, standards, and procedures to ensure they are consistently applied. 4C Encourage all employees to practice open and complete communication, Action Items: 1, Implement the action items contained in the Communication LGI Report, dated June 7, 1999. 4D Facilitate resolution of conflict at the lowest responsible level. Action Items: /5 1. Develop Conflict Resolution Policy. 2. Inform all employees of the Conflict Resolution Policy and identify available resources. 4E Revise all employee evaluation forms to reflect the goals of the Strategic Plan and the practices of continuous quality improvement. Action Items: - 1. Review all evaluation processes currently used by the Department and identify what changes need to be made to reflect the goals of the Strategic Plan. 2. Revise employee evaluation forms and processes to emphasize safety, communication, initiative, creativity, efficient teamwork, quality and customer service. 3. Revise upward evaluation forms for management to include review and comments on safety, leadership, encouragement of creativity, initiative, delegation and coaching. 4. Incorporate in the evaluation process a place for the supervisor and the employee to discuss and note the level of responsibility the employee is capable of undertaking and the next level that the employee could attain. What the employee should do to attain the next level of responsibility could become a self-improvement goal for the employee. 5. Add to the annual evaluation process a review of one or more high risk/low frequency department policies. 6. Provide training to evaluators on revisions to the evaluation process. 4F implement and continue to support the Employee Recognition Program. Action Items: 1. Review the Employee Recognition Program every other year to ensure it reflects the goals of the Strategic Plan. GOAL 5 —ORGANIZATIONAL REVIEW Conduct annual review of the Department's response to changes in economic, political, regulatory and management conditions. DISCUSSION: The intent of organizational review is to optimize the administrative and functional structure of the Department to provide services most effectively. These reviews should occur annually, or as needed to respond to specific events. Each review will consider the present and future environment in which the Department operates, - including the identification of needed services, an estimate of available resources and a determination of constraints on our actions. Necessary organizational changes will be made in an incremental manner to achieve a smooth transition. OBJECTIVES: 5A Solicit input from staff on the effectiveness of the organization. Action Items: 1. Conduct brown bag discussions. 2. Develop and distribute questionnaires and prepare newsletter article(s). 3. Discuss at divisional staff meetings. 5B Solicit input from Board members and the CAO. Action Items: 1. Discuss at periodic meetings with the Members of the Board of Supervisors. 2. Solicit input from CAO and Board following annual report on Department performance. 5C Review effect of regulatory and political forces on organization. Action Items: 1. Consider comments from the Board of Supervisors. 2. Consult professional organizations and political polling sources for forecasts of government, regulatory and public policy issues. 5D Review budgets and resources. Action Items: 1. Analyze program categories, programs and program elements. 2. Consider intent of program and the cost to program stakeholders. 5E Revise organizational structure. Action Items: 1. Review information gathered. Z Review customer demand and unfulfilled customer needs. 1 Identify changes to organizational structure to align programs with customer expectations and forecast information. 4. Pian transition from current organizational structure to selected structure. GOAL 6: FINANCIAL MANAGEMENT Manage the Department as a financially responsible public agency using sound financial management practices. DISCUSSION: A financially responsible Department must have financial management systems that provide managers with the data needed to control costs. Using present technology, reports can be provided to managers to monitor expenditures, and to top- level managers to identify opportunities to lower the department overhead. Accurate, up-to-date financial data is essential to good management decisions. OBJECTIVES: 6A Streamline financial management by establishing effective cost monitoring systems consistent with the Program Budget. Action Items: 1. Establish timetable for all staff expenditures to be input into a department- wide cost accounting system either through electronic timesheets or some alternative method. 2. Each division head shall assign a manager(s) responsible for monitoring costs. 3. Each manager shall determine the levels of monitoring and the type of reports necessary to adequately monitor project/program budgets and provide greater staff and public access to budget information. 4. Each division head/manager shall work with relevant technical staff to develop reports effective in monitoring project/program financial progress. Before any report generation work is performed, 1}Computer Services shall make a presentation to all division heads about the Oracle database report generating capabilities and programming requirements and 2)the division heads shall compare their reporting needs with each other with the purpose of generating reports that satisfy the needs of multiple divisions (therefore fewer reports) and that present data in a similar fashion. The goal is to have as much commonality among the various reports as possible. 5. Evaluate current reports, systems and practices to determine efficiencies. 6. As a minimum, all reports shall have the following elements: I. The cost monitoring reports shall be consistent with the Program Budget, accumulating both direct and overhead costs. ii. The cost monitoring shall be at no higher than the Element level, as shown and budgeted in the Program Budget. iii. The report form shall show proposed (approved) budget, expenditures year to date, and % budget expended year to date to provide a ready indicator of whether the project/program is on track. iv. Track supplemental funding and provide space to document reasons for increased (or decreased) budget and to identify the authorized staff member approving the supplemental funding. (Accreditation yariance analysis). 7. Investigate the feasibility of abandoning current reports/systems/practices which provide little or no benefit to the Department and/or the public. (Anticipated cost savings in management staff time paired with greater efficiency/cost accountability). 6D Identify process needed to implement our Marketing Plan. I. Use the joint billing system designed for development application billing as a template to account for and bill services to outside customers or jurisdictions. 2. Establish accounting policies which insure that no net gain/loss can be realized in providing services under the marketing plan (time and materials only). 6C Identify overhead charges, establish monitoring procedures and identify manager's responsible for oversight. Action Items: 1. Identify overhead activities and determine whether the expenditure level is appropriate for each activity. 2. Assign a person that will be responsible to monitor and control the expenditure for each of the activities. 6D Establish Department and division overhead rates and establish goals and timetable for reducing the rates. Action Items: 1. Use benchmarking techniques to establish a point of reference for overhead rates. 2. Group the overhead activities into programs and establish the goals, objectives and performance indicators for each program. 3. Review the overhead activities in each program to determine how the activity fits with the goals and objectives of the program. 4. If it is determined that the overhead activity is essential to accomplish the goals and objectives of the program, determine the effective funding level of the overhead activity. 5. Develop a monitoring program to determine how successful the activity is in accomplishing the goals and objectives of the program. 6. Identify overhead structure and activities that are good candidates for process improvement. 7. Develop program and timetable for implementing a reduction in overhead rates. 6E Develop and implement an effective risk management program. Action Items: 1. Develop a process to track and review published court decisions that may affect how we will perform our mission and recommend changes to or work processes as appropriate. 2. Identify the policies and practices that are high risk/low frequency activities and develop a training program to maintain staff awareness of risk. 3. Working closely with Risk Management, develop a program to inspect our facilities to reduce the potential of suits against the County. 4. Develop a process to review our worker's compensation claim experience and to develop training for our employees to reduce claims. 5. Work with other agencies to monitor/influence legislation that may affect our liability exposure and to support legislation that may reduce the County's liability exposure. 6F Amend budgeting practices to address unfunded mandates and trends in environmental mitigation and permitting. Action Items: 1. Budget annually for staff to assess the needs to update the Emergency Plan, to train staff and to hold periodic exercises. 2. Develop a budget strategy for the costs of attaining environmental project clearance and permits. Consider costs for mitigation, especially plant and wildlife mitigation, and environmental friendly infrastructure. 3. Budget annually for the development and implementation of an ongoing training program to train staff in current environmental trends. 4. Identify unfunded mandates that should be funded by the general fund or other available funds and seek Board of Supervisors support. GOAL 7: TECHNOLOGY Provide qualify public works services through new uses of technology. DISCUSSION: Through the use of technology we need to continue to enhance communication and exchange of information with other County Departments, other agencies, the public, and within the Department. OBJECTIVES: 7A Implement an enterprise wide Geographic Information System (GIS). Action Items: 1. Seek additional revenue for GIS development and maintenance. 2. Partner with other departments and agencies for ongoing GIS support. 3. Evaluate and streamline the map maintenance operation to meet customer expectations. 4. Identify funding to continually expand the data available through the GIS. 5. Provide public access to GIS information as appropriate. 6. Promote GIS to our customers. 7E Improve customer service by providing convenient and logical access to maps, records and other documents through the use of a document management system (Records Index). Action Items: 1. Work with Team Q to identify the department's external and internal customer needs for records management and records access. 2. Identify document storage requirements. 3. Identify who the internal and external customers are for our records. 4. Inventory all file types and establish protocol for file contents. 5. Develop a comprehensive indexing system. 6. Identify long-term storage options (e.g. microfilm, digital, etc.) and convert some or all existing documents. 7. Train staff to perform updates and searches. 8. Modify business practices to ensure that documents are properly indexed and stored. 7C Provide web technologies that are cost effective and meet the needs of the customers. Action Items: 1. Perform needs assessment to determine appropriate internet, intranet and E-commerce applications. 2. Prioritize applications based on needs assessment. 3. Use consultants to implement applications as funding becomes available. 4. Provide for ongoing support and updates. 71) Identify, prioritize, and implement new technologies that can be used to improve services and work processes. Action items: 1. Increase awareness of new technologies by attending seminars and subscribing to professional journals. 2. Determine whether emerging technologies will benefit the Department. 3. Make recommendations for information technology upgrades that are consistent with strategic goads. '1. v GOAL 8: COMMUNITY OUTREACH Increase public trust that the Department's decisions are reasonable and cost effective, and consider community priorities by enhancing our working relationship with the community and decision-makers. DISCUSSION: We need to balance the needs of local citizens with the need for communitywide and regional improvements. We need to provide information to community groups, individual citizens and the public at large about our projects and programs that may affect them. OBJECTIVES: 8A Develop a Community Outreach Plan. Action Items: 1. Through cooperation with the Board of Supervisors, conduct community meetings with a cross section of staff to explain what we do and solicit input for the coming year. 2. Continue to schedule regular meetings with individual members of the Board of Supervisors to discuss project status, emerging issues and identify priorities. 3. Enhance our web page to provide information on public works projects, programs and services. 4. Set-up project specific workshops with communities and elected officials. Maintain communication from initial planning through construction. 5. Develop a Department process to insure prompt actions on all community requests. Each response will be tracked for benchmarking. 5. Improve relations with community groups through periodic, scheduled information exchange sessions, to learn of community needs and concerns, and to educate the community regarding department responsibility, funding and projects. 7. Designate a position responsible to maintain a current community contact and notification list. 8. Develop a proactive community relations plan that includes staff participation in community events (e.g. Oakley Almond Festival). 813 Develop a proactive media program. Action Items: 1. Review and revise press release policy to include a listing of positions with authority to represent the department to the media. 2. Designate and actively use position(s) with pubic relations responsibility. 3. Develop positive relationships with reporters. 4. Train appropriate staff in responding to the media. r, 8C Develop a proactive public relations program. Action Items: 1. Improve our media relations efforts through reviewing public relations programs at other agencies and incorporating ideas as appropriate. 2. Develop programs for CCTV on how public works activities affect the community. 3. Set annual goal for media releases (e.g. one per quarter). - 4. Designate a position in the department to be responsible for keeping a current list of key names and numbers of TV, radio and print media contacts. 8D Provide consistent response to the public on issues. Action Items: 1. Continue training employees on how to interact with the public in the field, at the front counter and at meetings. 2. Increase information exchange on current issues at deputy/division head meetings. 3. Clarify responsibility for answer book updates including web page updates. GOAL 9: REGIONAL LEADERSHIP Promote the Department as a regional leader and resource for public works services through improved relationships with outside agencies, community groups, the private sector and legislators. DISCUSSION: The intent of this goal is for the Department to be more proactive with regional boards and legislative and decision making bodies, other public agencies, resource and regulatory agencies, schools, utility companies, community groups and the private sector. This includes the director, deputies and division heads developing good working relationships with their counterparts at other agencies on an ongoing basis, so problems can be resolved quickly at the appropriate level. OBJECTIVES: 9A Build relationships and partnerships with transportation, watershed management and resource and regulatory agencies. Action Items: 1. Work closely with outside agencies to understand their missions and communicate our mission. 2. Participate on committees as appropriate to influence regional, statewide and national decisions and/or programs that may affect the County. 3. Network with staff from other agencies to develop and maintain positive working relationships. 9B Promote the airports as regional assets. Action Items: 1. Recognize and promote the importance of Buchanan Field and Byron Airports. 2. Plan for the future of the airports. (How will growth in the Bay Area affect the demand for services at Contra Costa Airports?). 9C Analyze the Department's current relationship with professional organizations and determine ways to increase our efficiency and maximize benefit to the Department. Actions Items: 1. Evaluate the Department's current relationship with all outside organizations and identify areas where involvement should be increased/decreased. 2. Assign staff to represent the Department in key organizations. 3. Require everyone who attends a conference or seminar to prepare a report and make the report available to all interested employees or present it at the director/deputy/division head meeting. r 91) Improve the Department's coordination with local utility companies. Action items: 1. Continue participation with the Utility Coordinating Council to coordinate and plan projects. 2. Open lines of communication at upper levels between our Department and the utility companies to resolve policy issues. 9E Encourage efforts to market Public Works' career opportunities through an aggressive outreach partnership with the education community. Action Items: 1. Develop new and creative interactive events with the education community. 2. Create visual aids for presentations to schools. 3. Develop a program for partnering with institutions of higher education. 4. Reactivate the Department's Speaker Program. ' f 4T6 GOAL 10 r FUNDING Protect existing revenue and develop additional stable funding sources for our programs. Seek grants to augment our funds and use fees where applicable to support services and programs. Fully use our resources by providing services to other agencies. DISCUSSION: The Department has dedicated revenue for specific programs, however the revenue is not sufficient to fully fund our desired levels of service. We need to develop additional sources of revenue. This can be accomplished through legislative action, obtaining grants, developing fees and fully using our resources, perhaps through the provision of services to other agencies. A heightened awareness of the Department's financial situation by the Board of Supervisors, County Administrator and the public is needed to gain their support in obtaining new funding sources. OBJECTIVES: 10A Inform the Board of Supervisors, the County Administrator and the public of the Department's mission, budget and fiscal shortfalls. Action Items: 1. Continue to present annual reports to the Board of Supervisors on the state of various programs managed by Public Works. 2. Discuss budget and funding issues with the Board members at regular meetings. 3. Include budget and funding issues in presentations at public meetings where appropriate. 10B Initiate, monitor, and influence legislation that may affect Department funding. Action Items: 1. Through CEAC, APWA, MTC, OCTA and ABAG, initiate, monitor and influence legislation that affects funding for public works programs. 2. Work with our lobbyists, Board Members, and Legislators to influence legislation that affects funding for public works programs. 10C Develop additional revenue to fund the Transportation Program. Action Items: 1. Prepare a transportation needs assessment study for the unincorporated County. 2. Implement fee programs to increase revenue and cover costs. i. Developer fees for Transportation Improvements. ii. Maintenance Districts. 3. Seek grant funding to deliver more transportation projects. 4. Assist the Board in influencing the outcome of local sales tax efforts. IOD Develop additional revenue to fund the Flood Control Program. Action Items: 1. Prepare a needs assessment study to identify the capital, maintenance and replacement needs of the flood control system. 'r. Prepare an inventory of flood control facilities. 2. Implement fee programs to increase revenue and cover costs. i. Update drainage area fees for flood control improvements to meet current construction costs and updated general plan requirements. ii. Revise drainage ordinances to eliminate credit for existing impervious surfaces. iii. Fully use Clean Water funding and increase the assessment if necessary. iv. Partner with the cities on funding and maintaining drainage improvements. V. Identify and track unfunded mandates and seek augmentation funds. 3. Seek grant funding to deliver more flood control and watershed management projects, 10E Develop additional revenue to fund the Land Development Program. Action Items: 1. Implement the Joint Billing System. 2. Benchmark with other jurisdictions to improve our services and ensure that our changes are appropriate. 3. Review fees for adjustment opportunities. 10F Develop additional revenue to fund the Special Districts Program. Action Items: 1. Partner with Community Development Department to seek funding on developing a Parks Master Plan and needs assessment. 2. Implement fee programs to increase revenue and cover costs. i. Partner with Community Development Department to update the Park Dedication fee. ii. Evaluate our ability to adjust or add special assessments. 3. Seek grant funding to deliver more special district projects. 10G Identify Department resources that could be more fully used. Action Items: 1. Identify our seasonal resource fluctuation. 2. Identify Department special expertise and equipment within the Department that other agencies may not have. Determine whether it is appropriate to market these resources and provide services to other agencies. 101-1 Develop funding for GIS. RMA:mw G 1G Data\Admin\Mitchl2000\00-3\Strategic Pian Goals 2000.doc